Managing the dynamic configuration of enterprises

Benjamin Clegg, Mario J. Binder

Research output: Chapter in Book/Report/Conference proceedingChapter

Abstract

Due to environmental changes and business trends such as globalisation, outsourcing and virtualisation, more and more companies get involved in business activities that are outside their direct control. This typically occurs by entering into collaborative relationships and joint ventures with specialised companies in order to fulfil the demands of customers quickly (DiMaggio, 2001). Organisational structures that results from such collaborative relationships and joint ventures are referred to in this paper as enterprises and the management of them known as enterprise management. The authors use the definition of the European Commission (2003) that defines an enterprise as “… an entity, regardless of its legal form … including partnerships or associations regularly engaged in economic activities.” Therefore in its most simple form an enterprise could be a single integrated company. However, findings from this research show that enterprises can also be made up of parts of different companies and the structure of the enterprise is contingent upon a variety of different factors. The success of the enterprise as a collaborative venture depends on the ability of companies to intermediate their internal core competencies into other participating companies’ value streams and simultaneously outsource their own peripheral activities to companies that can perform them quicker, cheaper, and more effectively (Lal et al., 1995). In other words, the peripheral activities of one member-company must be complemented by a core competence of another member-company within an overall enterprise.
Original languageEnglish
Title of host publicationIT outsourcing
Subtitle of host publicationconcepts, methodologies, tools and applications
EditorsKirk St Amant
Place of PublicationHershey, PA (US)
PublisherIGI Global
Pages387-397
Number of pages11
ISBN (Print)978-1-60566-770-6
DOIs
Publication statusPublished - 15 Sep 2009

Fingerprint

An enterprise
Joint ventures
Collaborative relationships
Business activity
Integrated
Globalization
Virtualization
Core competence
Outsourcing
Enterprise management
Environmental change
Core competencies
Factors
Venture
European Commission
Organizational structure
Economic activity

Cite this

Clegg, B., & Binder, M. J. (2009). Managing the dynamic configuration of enterprises. In K. St Amant (Ed.), IT outsourcing: concepts, methodologies, tools and applications (pp. 387-397). Hershey, PA (US): IGI Global. https://doi.org/10.4018/978-1-60566-770-6.ch024
Clegg, Benjamin ; Binder, Mario J. / Managing the dynamic configuration of enterprises. IT outsourcing: concepts, methodologies, tools and applications. editor / Kirk St Amant. Hershey, PA (US) : IGI Global, 2009. pp. 387-397
@inbook{ccf35e4d119f42eea81b172217d1dc9c,
title = "Managing the dynamic configuration of enterprises",
abstract = "Due to environmental changes and business trends such as globalisation, outsourcing and virtualisation, more and more companies get involved in business activities that are outside their direct control. This typically occurs by entering into collaborative relationships and joint ventures with specialised companies in order to fulfil the demands of customers quickly (DiMaggio, 2001). Organisational structures that results from such collaborative relationships and joint ventures are referred to in this paper as enterprises and the management of them known as enterprise management. The authors use the definition of the European Commission (2003) that defines an enterprise as “… an entity, regardless of its legal form … including partnerships or associations regularly engaged in economic activities.” Therefore in its most simple form an enterprise could be a single integrated company. However, findings from this research show that enterprises can also be made up of parts of different companies and the structure of the enterprise is contingent upon a variety of different factors. The success of the enterprise as a collaborative venture depends on the ability of companies to intermediate their internal core competencies into other participating companies’ value streams and simultaneously outsource their own peripheral activities to companies that can perform them quicker, cheaper, and more effectively (Lal et al., 1995). In other words, the peripheral activities of one member-company must be complemented by a core competence of another member-company within an overall enterprise.",
author = "Benjamin Clegg and Binder, {Mario J.}",
year = "2009",
month = "9",
day = "15",
doi = "10.4018/978-1-60566-770-6.ch024",
language = "English",
isbn = "978-1-60566-770-6",
pages = "387--397",
editor = "{St Amant}, Kirk",
booktitle = "IT outsourcing",
publisher = "IGI Global",
address = "United States",

}

Clegg, B & Binder, MJ 2009, Managing the dynamic configuration of enterprises. in K St Amant (ed.), IT outsourcing: concepts, methodologies, tools and applications. IGI Global, Hershey, PA (US), pp. 387-397. https://doi.org/10.4018/978-1-60566-770-6.ch024

Managing the dynamic configuration of enterprises. / Clegg, Benjamin; Binder, Mario J.

IT outsourcing: concepts, methodologies, tools and applications. ed. / Kirk St Amant. Hershey, PA (US) : IGI Global, 2009. p. 387-397.

Research output: Chapter in Book/Report/Conference proceedingChapter

TY - CHAP

T1 - Managing the dynamic configuration of enterprises

AU - Clegg, Benjamin

AU - Binder, Mario J.

PY - 2009/9/15

Y1 - 2009/9/15

N2 - Due to environmental changes and business trends such as globalisation, outsourcing and virtualisation, more and more companies get involved in business activities that are outside their direct control. This typically occurs by entering into collaborative relationships and joint ventures with specialised companies in order to fulfil the demands of customers quickly (DiMaggio, 2001). Organisational structures that results from such collaborative relationships and joint ventures are referred to in this paper as enterprises and the management of them known as enterprise management. The authors use the definition of the European Commission (2003) that defines an enterprise as “… an entity, regardless of its legal form … including partnerships or associations regularly engaged in economic activities.” Therefore in its most simple form an enterprise could be a single integrated company. However, findings from this research show that enterprises can also be made up of parts of different companies and the structure of the enterprise is contingent upon a variety of different factors. The success of the enterprise as a collaborative venture depends on the ability of companies to intermediate their internal core competencies into other participating companies’ value streams and simultaneously outsource their own peripheral activities to companies that can perform them quicker, cheaper, and more effectively (Lal et al., 1995). In other words, the peripheral activities of one member-company must be complemented by a core competence of another member-company within an overall enterprise.

AB - Due to environmental changes and business trends such as globalisation, outsourcing and virtualisation, more and more companies get involved in business activities that are outside their direct control. This typically occurs by entering into collaborative relationships and joint ventures with specialised companies in order to fulfil the demands of customers quickly (DiMaggio, 2001). Organisational structures that results from such collaborative relationships and joint ventures are referred to in this paper as enterprises and the management of them known as enterprise management. The authors use the definition of the European Commission (2003) that defines an enterprise as “… an entity, regardless of its legal form … including partnerships or associations regularly engaged in economic activities.” Therefore in its most simple form an enterprise could be a single integrated company. However, findings from this research show that enterprises can also be made up of parts of different companies and the structure of the enterprise is contingent upon a variety of different factors. The success of the enterprise as a collaborative venture depends on the ability of companies to intermediate their internal core competencies into other participating companies’ value streams and simultaneously outsource their own peripheral activities to companies that can perform them quicker, cheaper, and more effectively (Lal et al., 1995). In other words, the peripheral activities of one member-company must be complemented by a core competence of another member-company within an overall enterprise.

UR - http://www.igi-global.com/chapter/managing-dynamic-reconfiguration-enterprises/36157

U2 - 10.4018/978-1-60566-770-6.ch024

DO - 10.4018/978-1-60566-770-6.ch024

M3 - Chapter

SN - 978-1-60566-770-6

SP - 387

EP - 397

BT - IT outsourcing

A2 - St Amant, Kirk

PB - IGI Global

CY - Hershey, PA (US)

ER -

Clegg B, Binder MJ. Managing the dynamic configuration of enterprises. In St Amant K, editor, IT outsourcing: concepts, methodologies, tools and applications. Hershey, PA (US): IGI Global. 2009. p. 387-397 https://doi.org/10.4018/978-1-60566-770-6.ch024